A New Kind Of Grind
In last month’s issue of Interiors & Sources, one feature explored the question about where America’s independent laborers will be working as their numbers rise from roughly 25-30% to almost 50% of the workforce in the next few years. According to the Intuit 2020 report, both large corporations and small businesses will develop larger networks of contingent workers, “minimizing fixed labor costs and expanding the available talent pool.”
As independent workers “begin to account for a large chunk of the American workforce, they’re going to need a place to work that isn’t Starbucks… Enter the co-working space.” Gone is the simple co-working space with the requisite power access; this has been replaced with “full floors providing all the amenities one could ask for.”
Apart from the physical attributes of new co-workings offices, the intangible benefits are significant. The collaborative community that is housed within modern co-working spaces has rendered these offices “open-sourced knowledge banks… based on collaboration rather than self-interested competition. On a purely psychological level, co-working spaces are healthier, more productive, and more in line with a healthy society than traditional work spaces.”
Interiors & Sources learned three valuable lessons from visiting Grind and Fueled Collective, two co-working office space brands. The first lesson is that “designing a successful office share is about designing a culture as much as a space.” This idea takes shape in the offices’ “highly designed professional” aesthetics, which not only create a pleasing work environment, but also serve to “curate a lifestyle.” As a result, members are stimulated to cement both professional and personal connections with one another.
The second lesson, “let your end-user be their own layout specialist,” promotes flexibility and choice among members. By eliminating walls, barriers, and partitions, co-working spaces like Grind encourage “collaboration [through] proximity.” The office therefore “does with furniture what most people do with walls,” by allowing members to adjust the space and layout of the office to suit their own needs.
Finally, lesson three warns designers that “the end-user is [their] new competition.” Business owners and end-users have developed such a strong voice and influence on their work environments that they are “sometimes the ones designing the space themselves.” With the “market’s growth potential being an exponential one,” these lessons could prove very valuable for designers and manufactures alike.